M公司业务流程再造方案

发布时间：2019-06-05 14:33

【摘要】：从业务流程再造(Business Process Reengineering,BPR)理论诞生的那一天起,便受到了广大学者与企业的追捧,使得国内外许多企业都进行了业务流程再造。然而在BPR短短的几十年历史中,它所带来的却让人喜忧参半。一方面是,BPR思想自出现开始,就以其独有的先进性与革命性赢得了世人的青睐与关注。资料表明,欧美很多企业正处在进行业务流程再造或者是已经成功完成再造的阶段,例如福特汽车公司、海尔公司、西门子公司等等。有人预计,它将成为未来业务管理的主流。但是,从另一方面来讲,失败的例子在BPR中也并不鲜见,从以往数据可知,BPR项目中,约有超过65%的比例在运行5年后走向了失败。面对失败率如此之高的情况,我们不得不认真思索其中原因。BPR项目极高的失败率也给研究人员带来了一些启示,对于影响业务流程再造成功与否的因素还有很多。研究人员发现,BPR项目由于过程再造的不当实施、缺乏合理的业务与流程评估指标体系和有效的业务流程再造评估方法而失败。BPR项目团队在实施业务流程再造时,很难对现有的业务流程进行有效的业务分析和评估,业务流程再造后的性能也很难进行有效评估。因此,有必要明确BPR的合理实施方法和步骤,建立业务流程的综合评价指标体系,找到综合评价BPR效应各种因素的有效方法,是解决业务流程再造高失败率的有效方法之一。M公司作为一家成立时间不长的新兴企业,如何优化公司业务流程,弥补这一领域的不足,改善自身发展,充分利用资源和技术优势,扩大市场份额,提升品牌竞争力,是M公司亟待解决的问题。优化公司业务流程,正确和有效地改进业务流程,对M公司的可持续发展具有重大的现实意义。
[Abstract]:Since the birth of (Business Process Reengineering,BPR (Business process Reengineering) theory, it has been sought after by the majority of scholars and enterprises, so that many enterprises at home and abroad have carried out business process reengineering. In BPR's short decades, however, it has brought mixed joys and sorrows. On the one hand, since the emergence of BPR thought, it has won the favor and attention of the world because of its unique advanced nature and revolution. According to the data, many enterprises in Europe and the United States are in the stage of business process reengineering or have successfully completed the reengineering, such as Ford Motor Company, Haier Company, Siemens Company and so on. Some people expect it to become the mainstream of business management in the future. On the other hand, however, examples of failures are not uncommon in BPR. According to previous data, more than 65 per cent of BPR projects have failed after five years of operation. In the face of such a high failure rate, we have to seriously think about the reasons. The extremely high failure rate of BPR project also brings some enlightenment to the researchers, and there are still many factors that affect the success of business process reengineering. The researchers found that the BPR project failed due to the improper implementation of process reengineering, the lack of a reasonable business and process evaluation index system and an effective business process reengineering evaluation method. It is difficult to analyze and evaluate the existing business processes effectively, and the performance of business process reengineering is also difficult to evaluate effectively. Therefore, it is necessary to clarify the reasonable implementation methods and steps of BPR, establish the comprehensive evaluation index system of business process, and find an effective method to comprehensively evaluate various factors of BPR effect. It is one of the effective methods to solve the high failure rate of business process reengineering. M company, as a new enterprise which has not been established for a long time, how to optimize the business process of the company, make up for the shortcomings in this field, and improve its own development. It is an urgent problem for M company to make full use of resources and technological advantages, expand market share and enhance brand competitiveness. Optimizing the business process of the company and improving the business process correctly and effectively are of great practical significance to the sustainable development of M company.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.72

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